I have visited quite a bit of small towns that were actively built I suppose in the 60-s, and often see abandoned ambitious or even grandiose projects like a park here, or a community center there - fully built but totally deserted now, often in ruins.

Every time I see those I also see the lesson - count your maintenance costs. It is a nice artificial water channel, yes, but will the city have the money to run it, clean it, supply water, etc.?

Of course I know that the original (real estate) developers did the cost analysis, but when you see those abandoned places - very much objectively you can conclude that they made an error. A miscalculation, or an error in judgement.

--

Back to software I think scope creep causes many problems: the team loses focus, can be demotivated by delivering the features no one needs, etc. - all real and serious problems. But ultimately it is the ever growing maintenance cost that has a real ability to annihilate all team capacity.

Everything we build, however high-quality it is, needs to be maintained and all projects should include this into their "run" phase budget. And growing maintenance costs only aggravate other scope creep issues.

--

And that's the tragedy of being the engineer/engineering manager/CTO even. Exactly like the post says, you don't get "promoted" for stuff you reject to do. I had countless occasions of successfully convincing product teams and boards to abandon or rescope the project, and although I am convinced it did good for the companies in the end - the engineering department ends up being a buzzkill :shrug: . I cope with it, but it never really settled with me. If anyone has the answer to how to approach this in a healthy way I am very much interested in your experience.